Stakeholder Definition & Meaning 1 year ago

The long-term success of a corporation is therefore a byproduct of management’s ability to work alongside all stakeholder groups to strategize around future value creation. The long-term sustainability of a corporation to continue to generate profits and achieve operational success is tied to its ability to manage its relationships with its stakeholders. First you need to make sense of outside perspectives of the value your company is generating. Then bolster data from those outsiders with insider insights, analyze the interdependencies among your stakeholders, and create your own strategy. There has been growing recognition that the shareholder value movement went too far and that to create sustainable, responsible businesses, companies should provide benefits to all stakeholders. But the big challenge has been developing a strategy for doing so and a mechanism for implementing it.

All shareholders are inherently stakeholders, but stakeholders are not inherently shareholders. You can’t please every single type of stakeholder involved stakeholders business definition in your business – and you won’t grow your business by trying to. But if there’s one stakeholder who deserves the most attention, it’s your customers.

  1. For instance, customers can change their buying habits, suppliers can change their manufacturing and distribution practices, and governments can modify laws and regulations.
  2. External stakeholders are those who do not directly work with a company but are affected somehow by the actions and outcomes of the business.
  3. Stakeholders are important because they can have a positive or negative influence on the project with their decisions.
  4. Customers get products from businesses, and because of that, they are interested in how a business performs.
  5. According to a stakeholder approach, these people are said to have a stake in any decision affecting water quality, and their involvement is considered crucial for water governance.
  6. A stakeholder has an interest in the corporation’s overall performance, not stock performance.

Instead, they are either directly or indirectly connected to the business in some shape or form (which we’ll get into next). One point to consider is that stakeholders are often some of the biggest fans and supporters of the product; they’ve taken a job with the company, invested in it, or partnered with it, so they have big expectations and high hopes. Managing those expectations is tricky, but this is where the roadmap can be a big help. However, stakeholders can also make a product manager’s life difficult when they’re not fully on board. Not only can they withhold their endorsement and support, but other stakeholders may take notice of their reluctance and similarly fail to provide consent when it’s needed most.

Stakeholder Analysis

Examples of other stakeholders include employees, customers, suppliers, governments, and the public at large. In recent years, there has been a trend toward thinking more broadly about who constitutes the stakeholders of a business. External stakeholders are those who do not directly work with a company but are affected somehow by the actions and outcomes of the business.

Business stakeholders – EdexcelBusiness stakeholders

Suppliers, creditors, and public groups are all considered external stakeholders. On the other hand, external stakeholders are less integrated into the company itself, yet are still impacted by its decisions to a significant extent. The most frequently cited examples of external stakeholders are suppliers, vendors, society and the government. The purpose of a stakeholder analysis is to outline the key stakeholders and their needs at the start of the project.

Stakeholders can be individuals working on a project, groups of people or organizations, or even segments of a population. A stakeholder may be actively involved in a project’s work, affected by the project’s outcome, or in a position to affect the project’s success. Stakeholders can be an internal part of a project’s organization, or external, such as customers, creditors, unions, or members of a community. It is worth noting that Freeman et al. (2010) point to Simon (1947) as the one behind the inducement–contribution model, as he identifies customers, employees, suppliers, and entrepreneurs as relevant organizational participants. This is also the opinion of Freeman et al. (2010), as they state, “Barnard … articulates the problems of value creation and trade, the ethics of capitalism, and managerial mindsets.

Stakeholder vs. Shareholder

These can include actively-involved owners as well investors who have passive ownership. If the business has loans or debts outstanding, then creditors (e.g., banks or bondholders) will be the second set of stakeholders in the business. The employees of the company are a third set of stakeholders, along with the suppliers who rely on the business for its own income. Customers, too, are stakeholders who purchase and use the goods or services the business provides.

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Undertaking a brief case analysis, it first becomes clear that individuals and groups within a company, here the employees, should also be considered stakeholders. Second, we see that individuals within a specific stakeholder label, here again the employees, may have different perceptions and preferences, in this case related to the means and goals of a management initiative. This is true even though Employees A and B both appreciate the overall initiative of employee participation in management. Stakeholder analysis is a central part of stakeholder management, which is a process that studies the varying motives and concerns of stakeholders to cultivate positive relationships. Both internal and external stakeholders must be considered when conducting stakeholder analysis.

In 2019, researchers pointed to the potentials of considering and developing a behavioral stakeholder theory (Crilly, 2019) and a behavioral view on stakeholders (Bundy, 2019). Moreover, Nartey (2019) suggests bringing more contextual richness to new stakeholder research. Cost, time, and quality are all mentioned as examples of tangible outcomes, whereas examples of intangible outcomes include self-image, fairness, process, and relationships. According to the authors, some of the expected and measurable outcomes from a managing for stakeholders approach include growth, efficiency, and higher levels of innovation. Hill and Jones (1992) suggest the application of agency theory within stakeholder thinking. In this way, the authors explicitly draw a stakeholder constellation with the firm in the middle, in line with Rhenman’s Rose (see the section “The Scandinavian Origin”).

The aim was (among other things) to determine the effects of changing a company’s decision structure so that it welcomed employee participation in decision-making. Furthermore, the research aimed to identify the problems—or we can say challenges—of industrial democracy, as well as to figure out where relevant conflicts could be resolved, for example, within the company or on the labor market. The business environment in Scandinavia was at that time characterized by private enterprises, powerful unions, and extensive use of advisory councils, and this may have been a good fertilizer for stakeholder thinking, among managers as well as academics. For instance, customers can change their buying habits, suppliers can change their manufacturing and distribution practices, and governments can modify laws and regulations. Ultimately, managing relationships with internal and external stakeholders is key to a business’s long-term success. Examples of important stakeholders for a business include its shareholders, customers, suppliers, and employees.

What Are Communication Strategies with Stakeholders?

The connection can be a strong and close relationship like that of an owner, supplier, or customer. It can also be a looser relationship, such as with community members who may be affected by the local tax revenue the business generates or the pollution it produces. A stakeholder is a group or individual that is connected in any way to a business and that will be affected by, or be able to affect, the business and its operations.

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